As software development projects continue to be over budget and behind schedule, researchers continue to look for ways to improve the likelihood of project success. In this research we juxtapose two different views of what influences software development team performance during the requirements development phase. In an examination of 66 teams from 15 companies we found that team skill, managerial involvement, and little variance in team experience enable more effective team processes than do software development tools and methods. Further, we found that development teams exhibit both positive and negative boundary-spanning behaviors. Team members promote and champion their projects to the outside environment, which is considered valuable by project stakeholders. They also, however, guard themselves from their environments; keeping important information a secret from stakeholders negatively predicts performance.